Tag Archives: Operational Efficiency

The Impact of Effective Strategic Sourcing On Operational Efficiency Case of Komfo Anokye Teaching Hospital [Kath] (Published)

This paper examined empirically the “impact of effective strategic sourcing on operational efficiency in healthcare delivery of Komfo Anokye Teaching Hospital (KATH). Exact survey-based research methodology was implemented to examine the research questions and Data was gathered utilizing three arrangements of polls regulated to 40 tolerant parental figures (medical caretakers, clinicians and specialists), 12 senior doctor’s facility managers, and 13 procurement officers. The concentrate plainly exhibits that strategic sourcing assumes a key part in an association’s business operations and puts more noteworthy accentuation on adding to the sourcing chief’s business capability. Incessant stock outs of drugs were affirmed, the effects of which on medicinal services delivery went from death of patients, deterioration of restorative states of patients, clinic congestion, to exchange of patients to other healing facilities. These stock outs were credited to: disappointment by a ‘legislature established supplier’ to satisfy medication requests; delays by procurement staff; and withholding of funds by donors. It is therefore suggested that a strategic movement from single sourcing to strategic sourcing keeping in mind the end goal to guarantee efficiency in operations to turn away the determined medication stock outs openly doctor’s facilities.

Keywords: KATH, Operational Efficiency, Performance, Procurement, Sourcing, Sourcing capability, Strategic Sourcing, Supply chain management

The Impact of Effective Strategic Sourcing On Operational Efficiency Case of Komfo Anokye Teaching Hospital [Kath] (Published)

This paper examined empirically the “impact of effective strategic sourcing on operational efficiency in healthcare delivery of Komfo Anokye Teaching Hospital (KATH). Exact survey-based research methodology was implemented to examine the research questions and Data was gathered utilizing three arrangements of polls regulated to 40 tolerant parental figures (medical caretakers, clinicians and specialists), 12 senior doctor’s facility managers, and 13 procurement officers. The concentrate plainly exhibits that strategic sourcing assumes a key part in an association’s business operations and puts more noteworthy accentuation on adding to the sourcing chief’s business capability. Incessant stock outs of drugs were affirmed, the effects of which on medicinal services delivery went from death of patients, deterioration of restorative states of patients, clinic congestion, to exchange of patients to other healing facilities. These stock outs were credited to: disappointment by a ‘legislature established supplier’ to satisfy medication requests; delays by procurement staff; and withholding of funds by donors. It is therefore suggested that a strategic movement from single sourcing to strategic sourcing keeping in mind the end goal to guarantee efficiency in operations to turn away the determined medication stock outs openly doctor’s facilities.

Keywords: KATH, Operational Efficiency, Performance, Procurement, Sourcing, Sourcing capability, Strategic Sourcing, Supply chain management

AN EVALUATION OF THE OPERATIONAL EFFICIENCY OF A PUBLIC AGENCY: A CASE STUDY OF ENUGU STATE WASTE MANAGEMENT AUTHORITY (ESWAMA) IN ENUGU CITY, NIGERIA (Published)

Enugu State Waste Management Authority (ESWAMA) is a public agency established in 2004 with the mandate for waste management in the urban areas in Enugu State including Enugu City. After 9 years of existence, it becomes necessary to evaluate its operational efficiency for the purpose of identifying its worth, strength and challenges. For this evaluation, 79 households served as respondents and were purposively selected from the three Local government areas that make up Enugu City. The questionnaire instrument used for data collection contained the 18 statutory functions of ESWAMA and respondents were requested to rate each function as follows; very good (VG), Good (G), Fair (F), Poor (P) and Unknown (U) depending on their perception. Relative Satisfaction Indices (RSIs) were computed for the 79 respondents across the 18 functions in keeping with Likert weighting scale. The results were combined with the outcome of the structured interviews and reasons adduced by the respondents. In accordance with Likert scale, 3 classes of efficiency were established for all the 18 functions. Result showed that ESWAMA scored pass mark in only 22.2% of its functions, and fair mark in another 22.2% and poor grade in 55. 6% of its functions. ESWAMA operational efficiency is therefore found to be very poor, partial and narrow in scope in relation to its entire statutory functions. Responsive leadership with good training, skill and knowledge in environmental sciences and management is recommended to improve its operational level of efficiency.

Keywords: ESWAMA, Evaluation, Operational Efficiency, Statutory Function., Waste Management

INNOVATIVE ADAPTATION AND DYNAMIC OPERATIVE EFFICIENCY ON SUSTAINABLE COMPETITIVE ADVANTAGE OF FOOD AND BEVERAGE FIRMS IN KENYA (Review Completed - Accepted)

The significance of human capital as a determinant of firm performance is gaining recognition in the strategic management literature. The need for relating employee talent to a firm’s competitive advantage is continuing to develop and to gain recognition as a driver in generating competitive advantage. Many firms have explicitly embraced competitive strategies to gain and maintain a lead in their industries. In all the competitive strategies firms have engaged in, human capital has been the driver of competition. This study endeavoured to empirically test the effects of human capital and especially innovation and operational efficiency on competitive advantage in a very dynamic industry of food and beverage. The study sought to answer the following research question: What are the effects of human capital (in innovative adaptation and dynamic operational efficiency) on firms’ ability to attain sustainable competitive advantage within the F & B companies in Kenya? This research entailed a descriptive study design. The study was concerned with describing the characteristics of a unique group of food and beverage firms and their competitiveness. The study concluded that Kenyan firms in the food and beverage industry highly regard human capital as a major contributor to sustainable competitive advantage. The study established that internal processes largely rely on how capabilities are harnessed for competitive advantage.

Keywords: : Human Capital, Competitive Advantage, Innovation, Operational Efficiency